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Goodrich Employees Reading Course 
Volume II 

The Growth of 
An Ideal 



EMBRACING THE 

HISTORY OF THE GOODRICH COMPANY AND THE 

ECONOMY OF FACTORY AND BRANCH 

ORGANIZATION AND OPERATION 




WRITTEN IN 

The Sales Training Department of 

The B. F. Goodrich Rubber Company 

Akron, Ohio 






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Copyright, 1918, bt 
The B. F. Goodrich Rubber Company 



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Preface 



This book has been written more with the 
idea of opening for the new employee the 
door of acquaintance than for any other 
reason. In fact, its sole intended purpose 
is to give those previously unacquainted with 
the past and present of the institution of 
Goodrich, a quick insight into all divisions 
and departments. It must be recognized, 
however, that growth is taking place even as 
this is being written, and that, therefore, 
nothing like completeness can be approached. 
We wish accordingly to mention that it can- 
not be considered as a reference book except 
insofar as the past is concerned. 



Table of Contents 



Chapter One 

THE INSTITUTION Page 

The Founder 1 

The Founding of The Goodrich Company 2 

Early Trials and Growth of the Company 7 

Brief Historical Sketch of The Diamond Rubber Co. 11 

Goodrich Family Tree 13 

The Goodrich Line 18 

Conclusion.... 22 

Chapter Two 
THE FACTORY 

The Moving Spirit 24 

Capital and Labor .25 

General Management 26 

Chapter Three 
THE FACTORY ORGANIZATION 

Introduction _ 28 

The Executive 31 

Development _ 33 

Manufacturing 35 

Sales.. - 36 

The Treasury 37 



Chapter Four 
TEE BRANCH 

The Origin of the Branch Idea 39 

Branch-Houses ...42 

The Function of the Branch-House 46 

Relation of Branch to Selling Force 49 

Chapter Five 
THE BRANCH ORGANIZATION 

Introductory 51 

Organization and Working Plan of a Goodrich Branch..55 

Goodrich Branch Departmental Relations 58 

Goodrich Branch Departmental Duties 59 

Organization and Working Plan of a Goodrich Depot..63 
Akron Sales Organization in Relation to Branch and 

Depot 64 

Branch Operating Department in Relation to Akron..65 

Chapter Six 

A PROFESSION 

Goodrich 67 



Introduction 

TT WAS not until nearly three centuries had elapsed 
-^ after the discovery of the "wonder milk," now 
known as rubber latex that this substance was recognized 
as the means whereby man was to receive practical 
commodities. The Spanish had discovered it, the 
French had classified it. Priestly had given it its English 
name, but at this point both scientific and practical pro- 
gression paused; and outside of museums little was ever 
heard or seen of the "inspissated juice" as La Condamine 
had described the black material which he found the 
natives using. 

Although rubber was seemingly marking time from 
about 1731 to midway in the nineteenth century and 
had, like many important discoveries made little imme- 
diate appeal to practical man, there were, nevertheless, 
many dreamers who believed this new product could be 
utilized for some purpose and hence there were many 
experiments. The efforts of most of the early theorists 
unfortunately culminated in naught, but there were a 
few whose experiments were crowned in a measure by 
success. To these men the beginning of the rubber 
industry may be ascribed, even though it was not until 
the nineteenth century that this product conquered 
that position which it now occupies as an indispensable 
material in modern industry or even still more as an 
essential adjunct to the necessities which civilization has 
created. This position we must admit has been reached 
through the efforts of many men worthy of recognition 
but since the purpose of this work is to tell only of the 
achievements of those responsible for The B. F. Goodrich 
Company we leave the roles played by others for fur- 
ther research on the part of the reader. 



CHAPTER ONE 

The Institution 

^HE FOUNDER. As Hancock had shed light 
upon the possibilities of rubber as an everyday com- 
modity, as Goodyear had discovered the means for 
making the ideas realities, so Dr. Benjamin Franklin 
Goodrich played a leading role in the development of 
the channel through which the dreams and discoveries 
of his predecessors were able to be enjoyed by all men 
in all walks of life. It was he who, in the west, blazed 
the trail of practical manufacture and established and 
guided the company that first demonstrated the real 
scope of rubber; thereby opening up one of the greatest 
present day industries of the world. 

Starting from a one-man beginning. The B, F. 
Goodrich Company has progressed with such substantial 
and measured steps that today it holds the honor of 
operating "The Largest Rubber Factory in the World." 
This rank has not been easily maintained, but has been 
kept by virtue of thousands of men working as a unit 
in bringing about the realizations of what the founder. 
Doctor Goodrich, had visioned. Dr. Goodrich, the 
dreamer, who was withal a man of wonderful foresight 
and strength of character; an ardent optimist and a 
hard, persistent fighter for valuegiving, square dealing, 
and justice, the sound, essential business principles by 
which this Organization is ever actuated. 

This man whose personality after thirty years is 
still revered by those who knew him, was honored for 



The Growth of an Ideal 

his humanitarian principles, and as the man who made 
good his promises. His geniality was the by- word of the 
countryside, and in any reminiscence of his friends and 
acquaintances or old residents of Akron will be found 
the eulogy of "Doc Goodrich" who ran "the smelly 
rubber shop" on the bank of the Ohio Erie canal down 
in "South Akron." 

The products of this then small factory were known 
as "rubber goods which never wore out" and never a 
word but praise and respect for the "boss" was ever 
heard from its employees. Many interesting episodes in 
the life and doings of "the Doctor" which reveal his 
fighting spirit might be related; but the one which to us 
sieems to best typify the determination with which he 
met and overcame seemingly almost insurmountable 
difficulties — thus perpetuating an ideal — is the story of 
his fight to keep the wheels turning and his workmen, of 
whom he thought so much, from being turned out of a job. 

Many the times he was obliged to pack his samples 
and disappear on a still hunt for business to prevent 
threatened shutdown, and it is said that seldom did his 
belief in his line, and his straightforward way of telling 
it, fail to win him a full order book. And he saw to it 
that he made good his boasts, for immediately upon his 
return he would take off his coat, roll up his sleeves, and 
superintend the making of the goods which were destined 
to make his name synonymous with quality, respected 
by friend and foe alike. Many instances can be found 
where White Anchor hose, one of the first products of 
this factory, has been in service for thirty-five years. 

- The Founding of The Goodrich Company. We 
will start our story, for such it is, at about six months 
after Doctor Goodrich had embarked in the rubber 



The Growth of an Ideal 

business as a stockholder in the Hudson River Rubber 
Company of Hastings-on-the-Hudson. This was in 1867 
at which time this rubber manufactory at Hastings had 
become financially embarrassed and appealed to him for 
funds. Having very little money himself, being just 
released from Army service where he had held the rank 
of Chief Surgeon in the Regular Engineers Battalion in 
the Union forces, he secured a loan of $5000.00 from his 
real estate partner, Mr. J. P. Morris, who being opposed 
to further investment so long as the same personnel was 
in charge of the works, proposed that if Dr. Goodrich 
would buy out the stockholders and take charge of the 
manufacturing end himself, he, Morris, would advance 
the required capital. After some little delay the exchange 
was effected, Doctor Goodrich and Morris giving New 
York real estate to the stockholders for their collateral. 
Immediately, Dr. Goodrich became president and Mr. 
Morris secretary and treasurer, with the main office at 
14 Park Place, New York City, the former remaining at 
the factory, taking complete charge of the business, 
while the latter looked after their real estate together 
with his law practice in New York, leaving the books 
of the Rubber Co., etc., in charge of an assistant. Un- 
fortunately, the Hastings factory did not pay dividends, 
and after a year or so, the machinery being in bad 
shape and the rent being so burdensomely high, they 
decided to buy out a small rubber factory at Melrose, 
owned by Marshall Sifferts, who offered it at a low 
figure. The Melrose adventure, however, proved no 
less a failure than the former one, and in fact finances 
were running behind consistently. Dr. Goodrich soon 
realized that unless more capital was obtainable, it 
would be necessary to discontinue the business. Mr. 
Morris already had invested $10,000.00 in this venture 



The Growth of an Ideal 

and was, as may be imagined, not enthusiastic about 
sending more good money after bad. 

Competition had largely been responsible for this 
condition, and was becoming so increasingly keen that 
the partners thought it advisable to re-locate in the 
virgin fields of the West, since their endeavors were 
yet too meager to face the then better established New 
England companies. After visiting other cities without 
receiving encouragement, Dr. Goodrich, upon learning 
that the citizens of Akron, Ohio, were trying to boom 
their town and were offering attractive inducements for 
factories, came and interviewed Colonel George T. 
Perkins, then president of the local Board of Trade. 
At a meeting of influential business men of Akron, it 
was decided that Colonel Perkins should visit the 
Melrose plant and tender a report to them relative to 
the desirability of bringing the struggling rubber com- 
pany to this city. 

Let us here mention for the benefit of aspiring 
salesmen, yes, for the benefit of those who have arrived 
at the point where they are known as such, that to 
emulate the optimism with which Dr. Goodrich "carried 
through" and the selling strategy which he displayed, 
is to succeed; for his job of selling was most thoroughly 
done. It is needless to dwell upon the point that the 
Colonel reported favorably, and we wish only to add 
that thereupon property was purchased along the north 
side of what is now known as Rubber Street, upon which 
was constructed the original two-story factory building 
in the winter and spring of 1871. It was into this small 
building that Dr. Goodrich brought his machinery from 
Melrose, and this move might well be termed, "The 
Dawn of the Rubber Age." Right here, it may be 
interesting to note that today twelve such structures 



The Gbowth of an Ideal 

could be erected in one of our Mill and Calender Rooms 
alone, and there would still be space for people to pass 
in and out. 

The original Akron firm was known as Goodrich, 
Tew & Co., the articles of co-partnership of which were 
drawn up on December 31, 1870. The members of the 
company were: Dr. Goodrich, Harvey W. Tew, Henry 
S. Sanderson, Robert Newland and David N. Marvin, 
the first three of which were active in the business. Mr. 
Tew was a brother-in-law of Dr. Goodrich, having 
married his sister. Mr. Newland was an uncle of Mrs. 
Goodrich and Mr. Marvin, her brother. Who Mr. 
Sanderson was, we are uncertain, but he undoubtedly 
looked after the selling end of the new business. The 
first manufactured products were sold in May, 1871, 
which up to January 1, 1872, consisted largely of hose, 
billiard cushions and belting. 

The new firm struggled along feebly until about 
September 1874, when the original partnership ter- 
minated and was succeeded by Goodrich & Co. This 
partnership consisted of Dr. B. F. Goodrich, Robert 
Newland and D. N. Marvin, into which, early in 1876, 
Benjamin T. Morgan and Henry F. Wheeler were 
admitted; Mr. Morgan purchasing the interest held in 
the firm by Mr. Newland and Mr. Marvin. The former 
occupied the position of office manager for some time 
and the latter that of salesman, he being at first, particu- 
larly successful in securing orders for White Anchor 
Fire Hose, of which the company made a specialty. 

The early struggles to finance the company were, 
however, bitter and discouraging, for the local people 
had little confidence in a successful future for rubber 
products. Dark and gloomy was the outlook for Dr. 
Goodrich and his associates, for a collapse seemed almost 



The Growth of an Ideal 

inevitable, since the credit of the company was at an 
extremely low ebb, but after every other man of standing 
and wealth in Akron had refused financial aid, the 
Doctor's optimism and persistence finally succeeded in 
interesting Mr. George W. Crouse, who he convinced of 
the great future possibilities in such a concern, and 
happily, an arrangement was entered into whereby Mr. 
Grouse agreed to assist the firm financially. This timely 
assistance, we might add, provided the means whereby 
the Goodrich Company made its start toward progress 
and prosperity, and enabled the consummation of a 
reorganization scheme which Doctor Goodrich believed 
would furnish the needed man-power for the operation of 
the plant on a successful basis. Needless to say, the wis- 
dom of his plans for expansion has since been amply proven. 
As part of the new scheme of organization, Mr. 
Alanson Work, father of the present chief executive, 
Mr. B. G. Work, was engaged on January 1, 1879, as 
superintendent. He was a man of indomitable will and 
fertile brain^ and his work of reconstruction, ably backed 
by Doctor Goodrich, proved the selection a wise one. 
On May 1, 1880, The B. F. Goodrich Company ap- 
plied for incorporation, and the charter was granted 
on May 10, by the state of Ohio for a capital stock fixed 
at one hundred thousand dollars. The incorporators 
were: B. F. Goodrich, G. T. Perkins, G. W. Crouse, 
Alanson Work, and R. P. Marvin, Jr., all of whom met 
at the Bank of Akron on June 16, 1880, and adopted 
the constitution and by-laws. These five constituted 
the first board of directors with Mr. Goodrich as Pres- 
ident, Mr. Work as Vice-President and Superintendent, 
and Mr. Perkins, Secretary and Treasurer. Fifty-five 
people were employed in the factory at this time, among 
whom was Mr. Frank H. Mason, who later became an 



The Growth of an Ideal 

official of the company and for many years after, very 
actively participated in its upbuilding. 

Early Trials and Growth of the Company. The 
unbounded faith of Dr. Goodrich in the future of "rub- 
ber" and his ability to inspire others with a belief in 
himself, if not in his venture, had held the organization 
together and kept the factory going until the business, 
itself, had demonstrated its own possibilities. It was 
then found necessary to divide the responsibility, by 
relieving the Doctor of active participation in the 
factory management. Mr. Work, who was elected to 
the position of superintendent, displayed remarkable 
organization ability, and to his energy and application 
is ascribed a large measure of the success with which the 
new company was rewarded. Oftentimes, he was found 
at his desk at two A. M., so great was the demand on 
his time of the managership of this now established and 
growing industry. But this intensive application to the 
job so sapped Mr. Work's vitality, that he fell a victim 
of typhoid malaria, from which he died on October 27, 
1881, at the age of thirty-nine, after serving the company 
less than eighteen months. This unexpected and pre- 
mature death of Mr. Work again upset the organization, 
but it was rearranged by Mrs. Etta W. Work, his wife, 
being elected as director in her husband's stead, and 
G. W. Grouse being elected Vice-President. Dr. Good- 
rich expressed his willingness, and was re-elected to take 
upon himself the duties of Superintendent in addition 
to those of President. 

Following the incorporation of The B. F. Goodrich 
Company in 1880, it was decided to adopt a system of 
correspondence for the soliciting of business and this 
method, proving very successful from the start, justified 



The Geowth of an Ideal 

expectations. The entire management of this mail 
campaign was placed in the hands of H. C. Corson, a 
New York man who had been highly recommended as 
an expert stenographer, having been engaged in news- 
paper and court work for many years. He began his 
duties in February, 1881, and thus was launched a 
plan which has been continued to this day as an im- 
portant factor in our selling policies. Although he had 
no experience in mercantile work, Mr. Corson's ready 
wit and fertile mind proved the selection a wise one, for 
he immediately composed various form letters to the 
trade, as a result of which a considerable increase in 
business developed. These letters were lithographed in 
the several handwritings of the clerks, names and 
addresses being later filled in by the latter as required, 
typewriters, addressing machines, etc., not having 
come into general use. Beginning with this corre- 
spondence system, for three or four years, the entire 
selling force consisted of the oflBce correspondents, 
numbering from five to seven, among whom came in 
February 4, 1884, Mr. A. J. Wills, still actively engaged 
in sales work for the company. 

In 1884, Colonel Perkins, who had previously served 
as both Secretary and Treasurer, was elected Treasurer, 
and Mr. Corson, the chief correspondent, was made 
Secretary. The personnel of the board of directors 
remained the same until June, 1886, when Mrs. Work 
resigned and T. A. Bell of Trenton, N. J., was elected in 
her place. In October, 1886, Mr. Marvin resigned from 
the board and James F. Brook was elected to fill his 
place. Messrs. Bell and Brook were at that time the 
heads of two rubber companies in Trenton, N. J., and 
were made nominal stockholders in this company in 
view of a probable merger which the Doctor had planned, 



The Growth of an Ideal 

but which, after all, was never consummated. In 
November, 1887, Messrs. Brook and Bell resigned from 
the board and Messrs. F. H. Mason and H. C. Corson 
elected in their stead. 

The untimely death of Mr. Work had indeed been 
a severe blow to the company, but Dr. Goodrich had, 
fortunately, then been able to take up the superinten- 
dent's duties as well as his own. The task, however, of 
guiding the destinies of the corporation, as President, 
together with supervising and managing the manu- 
facture of the product, proved too great a strain for 
the man who had been struggling against ill-health for 
years, and so caused his death in 1888. Although taken 
away in the prime of life, just as his dreams were becom- 
ing realities, he had, nevertheless, done his work so well, 
planned the future so definitely, and so imbued his 
colleagues with the spirit of progress through hard 
work and fair dealings, that his departure, although 
felt keenly, was not a permanent impediment to the 
company's growth. In other words. Dr. Goodrich had 
lived for The B. F. Goodrich Company as such, and not 
for Benjamin F. Goodrich. 

At a special meeting of the directors, held in August, 
1888, Mrs. Mary M. Goodrich, widow of the founder 
of this great corporation, was elected a member of the 
Board in her husband's place. Colonel G. T. Perkins 
was elected President at this meeting and Mr. H. C. 
Corson, Secretary and Treasurer. 

To hark backward a few years, the little birthplace 
of The B. F. Goodrich Company soon became inadequate, 
and the first addition — a three-story brick building with 
basement — was erected during the summer of 1881. 
Later, as the steam and power supply was found unable 
to cope with demands, another brick building, 52x100 



The Growth of an Ideal 

feet, was built on the opposite side of the original build- 
ing. This last contained a large steam engine, as well as 
housing the machine and carpenter shops, which were 
even then considered important adjuncts to the rubber 
factory. The additional power that this new equipment 
gave made it possible to abandon hand operated vul- 
canizing presses in favor of the hydraulic type, this new 
equipment being completely installed by July, 1884. 

It was in this latter year that the company pur- 
chased the property of the Summit Rubber Company, 
and two years later, at a meeting of the Board of Direc- 
tors, two new buildings were authorized to be erected 
for the manufacture of hard rubber goods on what is 
now Factory Street. The Goodrich Hard Rubber Com- 
pany was formed in 1888, and the land, buildings and 
stock of the hard rubber department were sold and 
transferred to the new company. In the fall of 1888, the 
first electric lighting plant was installed, and a two- 
story brick building added for general factory purposes. 
From this time on, buildings have been in process of con- 
struction most all the time, in fact, one of the principal 
discussions even today at each Directors' Meeting 
being the erection of new buildings to house the ever 
growing organization. 

The first fireproof warehouse was built in 1897, 
which was the first steel structure on the Goodrich prop- 
erty. The following year the company purchased all the 
rights, titles, and patents of the Palmer Pneumatic 
Tire Company, and erected a building properly fitted 
with machinery necessary to manufacture this new item. 
November 21, 1898, was an epoch-making date with 
the company, for it was then that Mr. H. E. Ray- 
mond was engaged and began his duties as Sales Man- 
ager of the Tire Department. Mr. Raymond had been 

10 



The Growth of an Ideal 

Vice-President of the Sterling Bicycle Company, and 
the position as Chairman on the Racing Board of the 
League of American Wheelmen, which he had held 
so long, had given him a broad acquaintance among 
bicycle manufacturers, dealers, and riders, which par- 
ticularly fitted him for the managership of the new 
department. When Mr. H. C. Corson retired in Janu- 
ary, 1902, Mr. Raymond was appointed General Sales 
Manager, which office he filled until 1916, when Mr. 
W. O. Rutherford was appointed. 

Part of our present five-story administrative building 
was constructed in 1907, and directly thereafter we 
began wrecking all the old buildings on the north side 
of Rubber Street, erecting on their site the large six- 
story modern factory building now known as Building 
No. 27. In late years we have grown by leaps and 
bounds and even at the present time many changes and 
improvements are being made. In fact, by the purchase 
of the Diamond, and the immense additions which 
have been made to the original one small building, we 
have, by healthy growth, become the largest rubber 
factory in the world without exception. 

Brief Historical Sketch of the Diamond Rub- 
ber Company. The removal of the Diamond Match 
Company to Barberton left vacant the buildings occupied 
in Akron, and in 1894, Mr. Ohio C. Barber, then Presi- 
dent of the Diamond Match Company, with his associ- 
ates incorporated the Sherbondy Rubber Company, 
whose home was to be the discarded plant of the match 
company, where they were to manufacture bicycle 
tires and drug sundries. In 1896 Mr. Barber took a 
more active interest in the company and the name was 

11 



The Growth of an Ideal 

changed to the Diamond Rubber Company, at which 
time they began to make auto tires. 

Three years later, Mr. A. H. Noah entered the 
company and was made secretary and treasurer. From 
that time and until the Diamond Company became a 
part of the Goodrich Company, Mr. Noah continued as 
treasurer of that corporation. In the early part of 1898 
the capital of the Diamond Rubber Company was 
increased and Messrs. F. A. and W. B. Hardy, W. B. 
Miller and A. H. Marks became associated with and 
assumed active management of the company. The 
following year the company secured the United States 
patent rights for the Marks Reclaiming Process and a 
Reclaiming plant was proposed. Subsequently, in 1900, 
land lying south of Akron was purchased and a plant 
started for the purpose of reclaiming scrap, as well as 
for the washing of crude rubber preparatory to manu- 
facture. Four years later, the Diamond jointly with the 
Goodrich Company incorporated a new firm, known as 
the Alkali Rubber Company, for the purpose of carrying 
on the reclaiming processes under the Marks patent. 
Subsequently, the reclaiming business of the Diamond 
was transferred to the Alkali Rubber Company, who 
had erected a plant adjoining the Diamond plant. 

In 1907, the Bryant Steel Wheel and Rim Company, 
with a plant in Columbus, Ohio, was purchased by the 
Diamond and this same year they began to manufacture 
insulated wire and cable. Two years later, the manu- 
facture of rubber boots and shoes, and in 1911 the man- 
ufacture of rubber clothing was begun. The following 
year in March, The B. F. Goodrich Company bought 
outright the Diamond Rubber Company for the sum of 
forty-five million dollars. Since that time we have 
passed through a period of reconstruction in merging 

12 



The Growth of an Ideal 

together two such splendid organizations as had each 
of the companies at the time of purchase. At that time, 
it became necessary to dissolve both old companies, and 
so we were reincorporated as The B. F. Goodrich Com- 
pany of New York in 1912, and through this incor- 
poration were able to do business in all of the eastern 
states; Louisiana, Mississippi, Alabama in the south; 
Montana, North Dakota, South Dakota, Minnesota, 
Wisconsin, Iowa, Illinois, Indiana, and Kentucky. At 
the same time we were incorporated as The B. F. Good- 
rich Rubber Company of Michigan, under which incor- 
poration we were able to do business in the western 
states, including Missouri, Tennessee, and Arkansas, 
but because of the branch divisions there were some 
boundary states in which we did business both ways, 
such as Tennessee, Iowa, Illinois, etc. We also main- 
tained a Diamond corporation in order to retain the 
benefits of the good will arising from the use of this old 
established name. 

At a later date it was decided that marketing the 
products of The B. F. Goodrich Company could be 
better accomplished through organizations with an 
entity distinct from the manufacturing end. Accord- 
ingly, it was so arranged for; The B.F.Goodrich Rubber 
Company and the Diamond Rubber Company Incor- 
porated assuming the entire sales responsibility in the 
United States; the one handling Goodrich brands 
exclusively, the other marketing Diamond brands, each 
having its own stockholders and officers, drawn from the 
organization of the parent company. This plan was put 
into effect during the year 1917 and its success has since 
justified the idea which prompted it. More about the 
workings of this plan will be told in a chapter to follow. 

13 



The Growth of an Ideal 

Goodrich Family Tree. That all members of our 
organization may come to know the genealogy of the 
Goodrich institution, and thereby feel more intimately 
a member of the family, rather than merely a newcomer, 
we list below the names of those who have held the 
various higher official positions since the beginning of 
the Goodrich Company in 1880: 

Presidents 

B. F. Goodrich 1880 to 1888 

G. T. Perkins 1888 to 1907 

B. G. Work 1907 to 

Vice-Presidents 

Alanson Work 1880 to 1881 

G. W. Grouse . . . . . . 1882 to 1892 

H. C. Corson 1892 to 1902 

B. G. Work 1902 to 1907 

F. H. Mason 1907 to 1912 

A. H. Marks 1912 to Nov., 1917 

H.E.Raymond 1915 to 

E.C.Shaw 1915 to 

2nd Vice-Presidents 

G. W. Grouse 1906 

H.E.Raymond ...... 1907 to 1915 

E. C. Shaw 1912 to 1915 

Abolished 

C.B.Raymond 1917 to 

W. A. Means 1917 to 

H.K.Raymond 1918 to 

W.O.Rutherford 1918 to 

A.B.Jones 1918 to 

W. C. Geer ....... 1918 to 

14 



The Growth of an Ideal 

Secretaries 

G. T. Perkins 1880 to 1884 

H. C. Corson 1884 to 1890 

R. P. Marvin 1890 to 1906 

C. B. Raymond 1906 to 1917 

G. E. Norwood 1917 to July, 1917 

F. C. Van Cleef 1917 to 

Assistant Secretaries 

W. A. Folger 1900 to 1905 

C. B. Raymond 1905 to 1906 

W. A. Folger 1906 to 1910 

W. A. Means 1910 to 1914 

G. E. Norwood 1915 to 1917 

Treasurers 

G. T. Perkins 1880 to 1888 

H. C. Corson 1888 to 1894 

W. A. Folger 1894 to 1910 

W. A. Means 1910 to 1917 

L. D. Brown 1917 to 

Assistant Treasurers 

W. A. Means 1900 to 1910 

C. B. Raymond 1910 to 1912 

G. E. Norwood 1912 to 1916 

J.C.Lawrence 1916 to 

Chairman, Board of Directors 

G. T. Perkins 1907 to 1912 

F. A. Hardy 1912 to 1917 

Office abolished 1917 

15 



The Growth of an Ideal 

General Manager of Works 
F. H. Mason . 1893 to 1907 

E. C. Shaw 1907 to 1917 

Office abolished 
Supplanted by Committee 

General Superintendents 
Alanson Work 1880 to 1881 

F. H. Mason 1882 to 1893 

B. G. Work 1893 to 1902 

E. C. Shaw 1902 to 1907 

C. C. Goodrich 1907 to July 1, 1907 

H. E. Joy 1907 to 1917 

Office abolished 
Supplanted by Committee 

The various members of the Board of Directors 
elected and serving since January, 1889, follow: 

1889 to 1901 

G. T. Perkins G. W. Crouse 

F. H. Mason R. P. Marvin, Jr. 

H. C. Corson 

1901 

G. T. Perkins G. W. Crouse 
H. C. Corson F. H. Mason 
R. P. Marvin B. G. Work 

W. A. Folger 

1902 to 1907 
G. T. Perkins G. W. Crouse 

F. H. Mason B. G. Work 

R. P. Marvin W. A. Folger 

C. C. Goodrich 

16 



The Growth of 


AN Ideal 




1907 




G. T. Perkins 




G. W. Grouse 


F. H. Mason 




B. G. Work 


C. C. Goodrich 




E. C. Shaw 




H. E. Raymond 




1912 




B. G. Work 




A. H. Noah 


A. H. Marks 




C. B. Raymond 


F. H. Mason 




E. C. Shaw 


0. C. Barber 




W. A. Means 


H. E. Raymond 




G. E. Norwood 


D. M. Goodrich 




C. C. Goodrich 


A. H, Wiggin 




Henry Goldman 


Phillip Lehman 




F. A. Hardy 



1915 

Reduced from 16 to 14 

B. G. Work A. H. Noah 

A. H. Marks C. B. Raymond 

F. H. Mason ' E. C. Shaw 

H. E. Raymond W. A. Means 

D. M. Goodrich G. E. Norwood 

F. A. Hardy C. C. Goodrich 

A. H. Wiggin Henry Goldman 



1916 



B. G. Work 
A. H. Marks 
F. H. Mason 
H. E. Raymond 
D. M. Goodrich 
F. A. Hardy 
A. H. Wiggin 
H. E. Joy 
H. K. Raymond 



A. H. Noah 
C. B, Raymond 
E. C. Shaw 
W. A. Means 
G. E. Norwood 
C. C. Goodrich 
Henry Goldman 
W. O. Rutherford 
W. C. Geer 



17 



The Growth of a 



N 



Ideal 



1918 



C. C. Goodrich 
F. H. Mason 
W. A. Means 
A. H. Noah 

L. D. Brown 
W. C. Geer 

D. M. Goodrich 
F. C. Van Cleef 
C. B. Raymond 



H. E. Raymond 

E. C. Shaw 

H. Hough 

B. G. Work 

A. H. Marks 

Waddill Catchings 

A. B. Jones 

H. K. Raymond 

W. O. Rutherford 



Executive Comrnittees 



At the annual meeting in January, 1901, Article 12 
of the Constitution and By-Laws was adopted, and 
which constituted an Executive Committee or Board of 
Control, to comprise which the following were elected: 



G. T. Perkins, President 
B. G. Work 



1902 



G. T. Perkins, President 
B. G. Work 

E. C. Shaw 



1908 to 1912 



B. G. Work, President 
F. H. Mason 



E. C. Shaw 



1912 to 1917 



B. G. Work, President 
A. H. Marks 
H. E. Raymond 



F. H. Mason 
H. C. Corson 

F. H. Mason 
H. E. Raymond 



G. T. Perkins 
H. E. Raymond 



F. A. Hardy 
F. H. Mason 
E. C. Shaw 



C. B. Raymond 



18 



The Gro 


WTH OF AN Ideal 


H. E. Raymond 
H. K. Raymond 
W. 0. Rutherford 


1918 

B. G. Work 

A. B. Jones 
W. C. Geer 
L. D. Brown 



The Goodrich Line. Starting with the manu- 
facture of "White Anchor" brand hose in the tiny little 
building on Rubber Street, we have added article after 
article to our line of manufactured goods until today we 
make approximately 35,000 different rubber products. 
As these various items entered our list they naturally 
grouped themselves into more or less definite classes 
based primarily on their field of usefulness and their 
method of construction. So we have as a result, ten 
major divisions, including Pneumatic Tires, Solid Tires, 
Tire Accessories, Repair Materials, Automobile Rims 
and Wheels, Mechanical Rubber Goods, Footwear, 
Clothing, Insulated Wire, Rubber Sundries and Hard 
Rubber. 

Classification of Products 

Pneumatic Tires: 

Automobile — Fabric, Goodrich and Diamond Brands. 
Goodrich Silvertowns. 

Bicycle — Goodrich, Diamond and Special Brands; 
Single Tube, Clincher and Palmer Webb con- 
structions. 

Motorcycle — Goodrich and Diamond Brands. 

Inner Tubes — Automobile, Motorcycle and Bicycle; 
Goodrich and Diamond Brands. 

Aeroplane — Goodrich Brand, only. 
19 



The Growth of an Ideal 

Solid Tires: 

Motor Truck — Regular and De Luxe Treads, both 

Demountable and Pressed-On types; Goodrich 

Brand only. 
Carriage — Goodrich and Diamond Brands; Internal 

Wire, Cushion and Side Wire types. 
Industrial — Goodrich Brand only. 

Tire Accessories and Repair Materials:* 
Automobile — Goodrich and Diamond Brands. 
Bicycle — Goodrich and Diamond Brands. 
Motorcycle — Goodrich and Diamond Brands. 

Automobile Rims and Wheels: 

Pleasure Vehicles — All Types of Rims and all sizes of 
wheels; Goodrich only. 

Mechanical Goods: 

Belting — Goodrich and Diamond Brands of Trans- 
mission, Conveyor, and Elevator; all weights, 
dimensions and types. 

Hose — Goodrich, Diamond and Special Brands for 
all purposes, built in Wrapped Duck, Braided 
Reel, and Woven constructions, or in combination 
of any two, including large and small tubings. 

Molded Goods — Goodrich and Diamond Brands of 
all standard goods, produced by means of presses 
or lathes; Special Articles. 

Packing — Goodrich, Diamond and Special Brands of 
Sheet, Hydraulic, Spiral, Tubular, etc., as well as 
Special Packings. 

*Repair Materials in bulk for garage use and in cartons for 
individual use; Goodrich and Diamond Brands. 

20 



The Grom^th of an Ideal 

Floor Coverings — Goodrich and Diamond Brands of 
Mats, Matting and Tiling of all types, con- 
struction, and colors. 

Miscellaneous — Goodrich and Diamond Brands of 
Thread, Tape, Deckle Straps, Engraving Gum, 
Sponge Rubber, Diaphragms, Stoppers, etc. Tex- 
tan Soles, Goodrich. 

Footwear : 

Boots — Goodrich Hipress and Straight-Line Brands. 
Heavy Shoes — Goodrich Hipress and Straight-Line 

Brands. 
Light Rubbers — Goodrich Straight-Line Brand. 
Tennis and Sport Shoes — Goodrich Brands. 

Clothing: 

Single Texture — Goodrich Brands of men's, women's 
and children's coats and capes. 

Double Texture — Goodrich Brands of men's, women's 
and children's coats and capes. 

Rubber Surface — Goodrich Brands of Firemen's, 
Policemen's and Workmen's coats. 

Special Items — Goodrich Auto Robes, Poncho Blan- 
kets, Acid Suits, Garage Aprons, etc. 

Insulated Wire: 

Building Wire and Cable — Goodrich Brands of 
Braided and Encased sizes of all styles. 

Auto Cables — Goodrich Brands of Starting, Lighting, 
etc., of all types and sizes. 

Mining Wire and Cables — Goodrich Brands of 
standard sizes and types. 

21 



The Growth of an Ideal 

Specification Wires and Cables — Goodrich Brands 
made according to customer's requirements. 

Miscellaneous Wires and Cables— GoodTich Brands 
of all types and sizes for special uses. 

Rubber Sundries: 

Drug Sundries — Goodrich and Special Brands of 

Hot Water Bottles, Syringes, Ice Caps, and all 

other standard articles. 
Surgical Sundries — Goodrich and Special Brands of 

Tubes, Tourniquets, Operating Cushions, and all 

standard medical supplies. 
Dental Sundries — Goodrich and Special Brands of 

Dental Dam, Plaster Bowls, and all other rubber 

appliances. 
Stationers Supplies — Goodrich and Special Brands of 

Bands, Erasers, etc. 
Athletic Rubber Sundries — Goodrich or Special 

Brands of Tennis Balls, Golf Balls, Hand Balls, 

Body Protectors, etc. 
Miscellaneous Rubber Sundries — Goodrich and Special 

Brands of Respirators, Gas Engine Bags, Tank 

Bulbs, Crutch and Chair Tips, etc. 
Rubber Toys — 

Hard Rubber: 

Battery Jars and Jar Accessories — For use on Auto- 
mobiles, Trains, Submarines, etc. 

Tubing — Goodrich Brands, one and two hole for 
standard uses. 

Rods — Goodrich Brands of all standard sizes and 
dimensions. 

22 



The Growth of an Ideal 

Sheets — Goodrich Brands of all standard dimensions. 

Miscellaneous — Special Brands of parts for various 
devices, machines, etc., as well as numerous 
articles such as pipe stems, fountain pen barrels, 
etc. 

Conclusion. While most of us in this day and age 
of large enterprise, are in a general way more or less 
familiar with the fact that in any well balanced factory 
organization there must be a man or group of men 
planning and directing, there is usually considerable 
mystery or lack of comprehension, if you will, con- 
cerning the way in which these plans are carried out in 
so huge an organization as must necessarily be required 
for the operation of a plant the size of the Goodrich 
factory. We see the buildings, the immensity of which 
we may merely marvel at; we see the machinery and 
may sense its purposes; but we cannot understand how 
it is that each employee knows exactly what to do and 
how one department dovetails into the others. 

The problems of distribution and sale of the products 
of such a plant, likewise, also prompt a confusing train 
of thought to many. The "Factory Branch" system of 
sales has grown so rapidly during the past few years 
that many young men just entering upon their business 
experience find the whole scheme almost unintelligible. 

As a consequence, the following chapters of this 
book have been prepared to explain briefly the under- 
lying principles governing the operation of the Goodrich 
Factory and its Branches. The explanation has not, 
however, been made in minutia but in outline only, 
leaving the finer details to the reader's imagination and 
further study. 



23 



CHAPTER TWO 

The Factory 

^HE MOVING SPIRIT. Some months ago, an 
elderly gentleman and his wife stopped off in Akron, 
for the sole purpose of going through the Goodrich 
factories, and the writer was given the privilege of 
accompanying them on their trip. They were an interest- 
ing couple — interesting and unusual. This gentleman 
had retired from business five or six years before, and 
with his wife had started out to see the world, to visit 
the places they had read of, and all their life had dreamed 
of visiting. The woman did most of the talking; nothing 
escaped her; with childish curiosity, she asked questions 
constantly, intelligent questions. The man was extreme- 
ly quiet and as I thought at first, diffident, though later 
I discovered that his apparent unobtrusiveness was the 
reserve of intelligent observation. 

After returning from our factory trip, which had 
taken nearly four hours, it occurred to me that these 
elderly people might appreciate a rest before returning 
to the hotel; so we went into the company dining room 
for a talk and a pot of tea. As we sat down, the old 
gentleman turned and looking out of the window at the 
immense factory buildings, put his hand on my arm and 
said: "Young man, this is the most wonderful sight 
between Niagara Falls and the Panama Canal." "But," 
he continued, "the most wonderful part of it is hidden. 
Your buildings are beyond description, your machinery 
is amazing, and the facts and figures you have given us 

24 



The Growth of an Ideal 

are almost unbelievable. But these things do not make 
a factory. The real factory is the 'spirit' of the organiza- 
tion — that indefinable 'something' which makes the 
wheels go round — that composite mind, made up of the 
thoughts and efforts of its thousands of men, which 
makes all other things possible. In this plant, every 
man who has ever been connected with it, has left a 
monument for himself. I shall never forget this day 
and the thoughts this trip has brought to my mind." 

But this "influence" which our thoughtful visitor 
had by his keen perception been able to sense as under- 
lying the impressive bustle and noise of the factory, is a 
thing undefinable. It cannot be described, but must be 
felt. We, therefore, cannot hope in this book to tell how 
or why the Goodrich factory has grown so great, but 
can only admit that out of the moving of this "spirit," 
whatever it is, grows that which has been responsible 
for this remarkable factory development. We can but 
mention that here is such and such an arrangement of 
buildings; departments, classified thus and so; an organ- 
ization operating as follows. We must confine ourselves 
to mere descriptions of the obvious. 

Capital and Labor. The two inseparable divisions 
of any successful manufacturing organization are its 
capital and labor. Capital, representing the investment 
by which business may be carried on, labor representing 
the actual effort by which the product is turned out, 
and these two elements are so interwoven in their 
dependency upon each other that it is almost impossible 
to define them separately. 

Capital gets its returns through dividends from 
profits made by the company as a whole. Labor gets 
its returns through its earnings. Capital takes the 

25 



The Growth of an Ideal 

risk of loss, while labor takes the risk of over-supply. 
Money invested is supplied by the men who own the 
stock of the company while labor is supplied by men who 
actually operate the company, from the Board of Direc- 
tors and the President on down the scale of responsibil- 
ity. The B. F. Goodrich Company represents the com- 
bined power of more than twenty thousand laborers 
and more than $85,000,000.00 capital. 

General Management. The financial power behind 
The B. F. Goodrich Company is its stockholders. If 
there were only two or three instead of several thousand, 
it would be possible for them to personally supervise the 
business. As it is, however, it would be impossible for 
each to have a voice in the actual direction of the 
company affairs; so, by vote at each annual stock- 
holders' meeting, a Board of Directors is elected, and 
this Board, after having chosen a Chairman, elects a 
President, Vice-Presidents, 2nd Vice-Presidents, a Sec- 
retary and Treasurer, and these officers assume actual 
control of the company for the stockholders. 

This direct control is through an Executive Com- 
mittee made up of the officers of the company which 
have been elected by the Board of Directors. 

The affairs of the Company in every department 
are under the active supervision of this Committee of 
Executives, each member of which is directly concerned 
with some one phase of the business, giving to it the 
major part of his time and study. By way of illustra- 
tion, we may mention that there are eight major divi- 
sions of managerial responsibility, over each of which 
is a member of the Executive Committee- These are 
Development, Production, Plant Administration, Sales, 

26 



The Growth of an Ideal 

Advertising, Accounting, Treasury and Legal Depart- 
ments. Formed into a consulting board, each member 
of the Executive Committee is, however, responsible in 
a lesser way, for the operation of every phase of the 
business. 




27 



CHAPTER THREE 

The Factory Organization 

NTRODUCTION. Manufacturing, not unlike many 
other institutions of man, industrial or social, which 
in these strenuous times have become so important a 
part of national life, has its roots planted deep in the 
almost hidden, semimythical past. Dreamers might 
claim that manufacturing had its inception at the time 
when the first man made his stone ax with which to 
protect himself and make war upon the beasts of the 
field. But, regardless of this, it is surely true that 
manufactured articles of one sort or another played an 
important part in the upbuilding of the commercial 
supremacy of the ancient cities of Tyre and Sidon as 
early as 1510 B. C. 

While the exact date of manufacturing, as we un- 
derstand it, where men are banded together for the 
purpose of production on an extended scale, is impos- 
sible of exact determination, there have been unearthed 
records of economic conditions and influences which 
give us reason to believe that its real origin dates from 
the beginning of the influx of people into the cities 
during the Twelfth Century. Prior to this time, fol- 
lowing the decay of the Roman Empire, on the European 
continent, there were but two classes of people, Barons 
or landowners, and peasants, and hence there was little 
or no industry outside of agricultural pursuits. Begin- 
ning, however, with the Twelfth Century, a change of 
vast and potent influence for future civilization took 



The Growth of an Ideal 

place; people began to desire more than the bare neces- 
sities of life, and reached out for greater luxury in the 
form of clothing, furnishings, food, etc. Such demands 
could not be met by casual and unskilled labor, and 
consequently the more deft among the rural people 
began to congregate in villages, where they commenced 
to practice the crafts, carrying on the manufacture by 
hand of silk and woolen fabrics, cutlery, pottery, armor, 
weapons, etc. 

The idea of association or co-operation in business 
grew, finally culminating in the organization of Trade 
Guilds for the protection and expansion of Commerce, 
until by the middle of the Fourteenth Century, world 
trade became a fact and manufacturing received the 
impetus which it needed. But compare, if you will, 
even the old-fashioned miller of the Nineteenth Century, 
who took toll or tithes in payment for the grist he 
ground, with the modern manufacturer turning out 
yearly a hundred million dollars' worth of merchandise. 
Compare the old water wheel hitched by shafting to a 
few simple machines with the modern forty thousand 
horse-power turbine, hitched by electricity to thousands 
of machines, each operated by a skilled mechanic, and 
it will not take long for us to conclude that development, 
not only in the United States but throughout most 
of the world has been many times more rapid and more 
spectacular during that period following the Civil War 
to the beginning of the Great World War than in all the 
centuries preceding. 

The reason for this we hardly need inquire; for 
almost anyone will know that the one great factor in 
this advancement has been the consummation of almost 
universal transportation. In other words, the railroad, 
the steamship, and the automobile bringing into contact 

29 



The Growth of an Ideal 

all peoples of the globe, thereby increases general educa- 
tion, and thus a desire for the finer things of life. Along 
with this, it might be said, has operated other economic 
laws, gradually building up the business of the more 
progressive and more soundly established manufac- 
turing concerns, until today they have reached pro- 
portions and scope, requiring elaborate and co-related 
committee forms of management, each member of which 
has infinitely more responsibility than had the small 
factory general superintendent of two generations ago. 

Thus in the operation of our own factory, we find 
that the management of the work to be supervised, 
requires a system of committees and department heads, 
as outlined in the previous chapters of this volume, so 
large that it rivals the government of a fair-sized city. 
A minute description of the responsibilities of the 
various Executive committee members, and the functions 
of the departments which they supervise, as previously 
outlined, would entail such a volume of information that 
the effect would be to confuse rather than to clarify. 
Thus would exactness defeat our purpose and conse- 
quently be impractical in a book of this kind. Each 
department has its minor subdivisions of duties and 
responsibilities concerning which a knowledge of would 
be of little value at this time. Some are so closely 
connected that their responsibility overlaps, while in other 
instances, their interests are so diverse that their only 
connection is through the Executive Committee in Session. 

For our purpose we may say that all factory opera- 
tions come under five heads, viz., (1) Executive, (2) 
Development, (3) Manufacturing, (4) Sales, and (5) 
Treasury, the functions of each of which are vitally 
necessary to the carrying on of the business and whose 
duties in a broad sense, we should become entirely 

30 



The Growth of an Ideal 

familiar with. In a nut shell, the Executive Division 
of the Company, through the four other divisions, man- 
ufactures and markets the company's products, and 
each has many subdivisions to assist in carrying out 
its purposes. The Development Division designs the 
products, and the Manufacturing Division produces 
them, the Sales Division disposes of them, and the Trea- 
sury Division collects accounts and distributes all funds. 
Each depends upon the others, and each studies to some 
extent the problems of all divisions. There can be no 
hard and fast rule for subdividing the duties and prob- 
lems, and all divisions must work together for one aim; 
which is Goodrich. 

The Executive. The President, the Board of 
Directors, and the Officers of the Company, form the 
Executive Division. Manifestly, it is the duty of these 
men to see that the plant is kept in operation, that 
goods are manufactured and marketed in such a way 
as to insure profit for the stockholders, that we give 
continuous employment to labor and sustain the good 
reputation of the company as a whole. While the Ex- 
ecutive authority of the company is vested in Officers 
and Executive Committee as just described, it is a phy- 
sical impossibility for these officers and Committee mem- 
bers, to individually supervise the activities of the De- 
partments under them. It has, for this reason, become 
necessary, then, to surround each of these men with a 
corps of assistants built into an organization resembling 
somewhat the organization of an army. 

By way of illustration: The President of the United 
States is the Commander-in-Chief of the Army, but it 
is impossible for him, however, to personally direct, or 
even understand, all of the activities of the army, and, 

31 



The Growth of an Ideal 

as a result, he has under him members of the Cabinet, 
certain other ojfficials of the government, and a War 
College made up of experts in army affairs. Each 
member of the War College being an expert in his 
particular line, the whole group together is making a 
constant study of all conditions. Working under this 
group of men through the President, we have the various 
grades of officers, each one responsible for his group of 
men to the officer next highest in rank. This respon- 
sibility is carried on down clear to the individual private 
whose connection with the President is remote, but 
whose action nevertheless is controlled almost entirely 
by the machinery which the President sets in motion. 

From the preceding paragraph, the reader can 
perhaps parallel the organization of the army and the 
organization of The B. F. Goodrich Company. The 
people of the United States who choose the Electoral 
College, which in turn elects the President of the United 
States, correspond to our Stockholders who have elected 
a president through their Board of Directors. The 
President's Cabinet and other officials, including the 
War College, correspond in the organization of The 
B. F. Goodrich Rubber Company to the Executive 
Committee and other officers. From this point on also 
our organization almost exactly parallels that of the 
army since each division of the business has its General, 
i. e.. Manager under whom are a number of Assistant 
Managers, Foremen, and Department Heads who are 
responsible to the Manager for the detailed operations 
of their Department, just as majors, captains, lieuten- 
ants, sergeants, etc., are responsible for the conduct of 
the army's business to those above them in rank. 

For instance, the Advertising Department is under 
the jurisdiction of one man known as the "Advertising 

32 



The Growth of an Ideal 

Manager." He has under him and his immediate 
Assistant, a Chief Copywriter whose duty it is to see 
that all advertising copy is prepared. This one in turn 
has under him a number of departments — each one 
headed by one man and interested in the production of 
the copy for some particular product such as Tires, 
Mechanical Goods, Footwear, or Clothing. This repre- 
sents only one of the divisions for which the Advertising 
Manager is responsible but is typical of all. Thus, he 
might be named a General, and the Chief Copywriter 
might be termed a Colonel. We might call the Heads of 
the various copy divisions Captains and their assistants 
Lieutenants. The copywriters themselves would repre- 
sent the privates in their various companies. 

Specifically, the Executive Division effects its work 
through the four divisions given in a previous paragraph, 
viz.. Development, Manufacturing, Sales, and Treasury. 
Naturally, each of these has its own executive organiza- 
tion which carries its authority through the work of 
every man in every department of the division. g 

Development. Everybody understands in a general 
way what is meant by development, yet very often we 
are asked to define specifically some of the duties of this 
division of a rubber factory and therefore we will mention 
that this work is divided under four heads, (1) Chemical 
Laboratories, (2) Physical Laboratories, (3) Compound- 
ing Division, and (4) Experimental Division, which are 
charged with the duty of originating not only compounds 
but designs, and sustaining the quality of the materials 
used in all goods manufactured. To this end, it studies 
the markets to determine public wants and needs; it 
studies materials and attempts to supply the people's 
needs; it designs processes; it is charged with the improve- 

33 



The Growth of an Ide a l 

ment of established lines in both manufacturing methods, 
quality, and costs of the goods themselves. In short, it 
is the duty of this division to keep our product and 
methods not only up-to-date, but in advance of those of 
competing concerns. 

Few industries require more constant study along 
these lines than does the manufacture of rubber goods, 
for we are continually facing new problems and old 
problems which must have new answers. Thus, this 
department of The B. F. Goodrich Company is one of 
the most important to the business. Its Chemical 
Division tests and grades all materials, such as, rubber 
pigments, fabrics, etc., which enter into the composition 
of our finished product, abstracts all technical literature 
upon the subject of rubber manufacture, and in addition 
makes a constant study from a chemical angle, of all 
those articles which we are now building, and of new 
products for which we may have a possible market. 
This division is, in short, responsible for the entire 
chemical development of the corporation. 

The Physical Laboratories Division utilizes the 
findings of the Chemical Division, tests all finished 
products, and conducts a constant campaign of physical 
research work in an effort to determine the exact proper- 
ties which each finished article must possess. In addi- 
tion, this division makes up and tests experimental 
samples of new articles to be made, and gathers certain 
data concerning the specifications of rubber products at 
large. The Compounding Division studies out new 
compounds for old articles of manufacture, and formu- 
lates new compounds for additional articles which are 
proposed, and has general supervision over all recipe 
records and all compounding work. The Experimental 

34 



The Growth of an Ideal 

Division is charged with the devising of new machinery 
and new methods of factory procedure. 

To explain the workings of these divisions more 
fully, by way of illustration, let us presume that the 
Sales Department has received a request from some large 
railroad for a steam hose to be made under a new 
specification. This request goes through certain channels 
via the Superintendent of our Hose Department to the 
Supervisor of Development, who requests his force to 
formulate a compound. This they do, in turn passing 
their recipe on to the Physical Laboratories Division, 
where a sample is constructed in the miniature factory 
operated by this division. This sample, when complete, is 
subjected to all manner of tests. Sometimes when all of 
this has been accomplished, it is found that certain 
compounding ingredients do not produce the results 
expected of them. Accordingly, the Director of Chemical 
Laboratories is asked to run a test and thereby determine 
the causes for the failure, which he does, in turn sending 
a copy of his chemists' experimental analyses back to the 
Compounding Division. This record shows the com- 
pounders the corrections necessary to make the product 
perfect. 

Even yet, before the factory can proceed to man- 
ufacture, after making a workable sample which passes 
all requirements, and results in an order, it may be 
found that present factory equipment will not pro- 
duce such a hose at a profit. Consequently the Experi- 
mental Division must devise new ways of construction. 

Manufacturing. The functions of the Manufac- 
turing Division, which takes its leads from the Develop- 
ment Division, and receives its authority from the 
Executive Division, should be well known, for it can be 

35 



The Growth of an Ideal 

responsible for but one thing, and that is, production of 
goods in quantity as determined by the Executive, and 
in qualities as determined by the Development Division. 
The actual manufacturing of the Goodrich output is 
under the supervision of a Director of Production. 
The work is carried on through the aid of Assistant 
Superintendents, each having charge of one or more 
divisions of the factory. Each of these Assistant Super- 
intendents has under him a Department Manager for 
each division of his work and each Department Manager 
has also an assistant. 

It is hardly possible to give a description of the 
operation of each one of the departments of the Manu- 
facturing division of the company without going into a 
discussion of the goods manufactured, and inasmuch as 
all this is covered fully in other books of this series, we 
omit the description. In brief, the Manufacturing 
Division compounds the stocks, actually manufactures 
the goods and prepares the finished article for shipment. 
It has one other duty, which is connected in a way with 
the development division. It designs new machinery, 
improvements on old machinery, and keeps the equip- 
ment in working condition. 

Sales. The Sales Division is the link between the 
factory and the consumer, in fact, the voice and messen- 
ger of the factory to the consumer. It maintains 
Branches, a Service Department, Advertising Depart- 
ment, Stock Distribution Ware Houses and other divi- 
sions which modern methods of sales and distribution 
make necessary. In brief, this Division "sells the goods." 
While this expression covers everything, it covers it so 
broadly that it hides the intricacies of the modern selling 
organization. The problems of selling are recent when 

36 



The Growth of an Ideal 

compared with the problems of manufacture, for the 
modern Sales Department of the big organizations is 
comparatively new; which is to say that formerly, when 
products of manufacture were distributed over a small 
area, highly developed selling organizations were un- 
necessary. In fact we in the beginning sold our products 
principally by mail. As the area of distribution increased, 
however, a Sales Department was gradually developed, 
until today, with distribution of our product having 
spread to every part of the world, we have a selling 
organization whose problems equal, if they do not 
surpass, those of the manufacturing division. 

The first task of this Sales Department is to locate 
new channels of trade for old articles and to create new 
channels for new articles. It then seeks to convince 
the public of the superiority of Goodrich goods, and, as 
a last step in its duties, actually takes the order. The 
first step is carried out through the aid of the Trade 
Extension and Research Division, special studies, 
salesmen's reports and observations of general conditions. 
The second problem is one of advertising by which we 
mean publicity such as is carried on through newspapers, 
magazines, billboards, and other mediums as decided 
upon by our advertising department. This work also 
extends itself through personal calls of salesmen, quality 
of the goods and all of the other angles of publicity 
which we may use to make an impression on the mind 
of the buying public. The actual taking of the order and 
delivery of goods involves a large sales force and dis- 
tribution scheme covering the entire world, because next 
to being on the spot when the order is to be had, comes 
the problem of being able to make delivery in a specified 
time. 

37 



The Growth of an Ideal 

The Treasury is a division of business whose 
functions are generally so well known, since the very 
word which names it almost describes its duties, that it 
hardly seems necessary for us to here outline its work 
further. And yet, general supervision of receipts and 
disbursements so often entails so much beyond the mere 
handling of the finances, that the average person often 
loses sight of its broader duties. The Goodrich Treasury, 
like the other divisions of our organization is also com- 
posed of co-related departments whose individual respon- 
sibilities are under the authority of its several heads, 
each of which is in turn responsible to the manager of 
the division, who is, of course, the Treasurer of the 
Company. 

These departments include Accounts Receivable, 
Accounts Payable, Ledgers, Banking and Credits. The 
Treasury through its credit department comes into most 
intimate contact with the firm's customers and thus 
becomes a potent influence in building up that recognized 
asset of business, "good will." This division also, 
through the wisdom used in the supervision of expendi- 
tures, assures for the stockholders of the corporation 
-commensurate returns upon their investment. 




38 



CHAPTER FOUR 

The Branch 

rpHE ORIGIN OF THE BRANCH IDEA. When 
-*• the great-great grandfather of the present fathers 
"kept store," he was his own clerk, his own janitor and 
his own bookkeeper — if he kept books. If his great-great 
grandfather "kept store," he not only did all that the 
first mentioned great-great grandfather did, but in 
addition manufactured most of the articles he sold. If 
your great-great grandfather was a trader, he exchanged 
a darning needle for an egg, and the egg to someone else 
for something else. He traded a pair of boots for a 
shoat, a blanket for a load of corn, a sack of sugar for a 
cord of wood, a bag of tea for a side of bacon, a candle- 
stick for a measure of lard. He was not in truth a 
merchant, but a clearing house for things others did not 
need, dealing in everything men of those days wanted 
from ornaments to necessities; taking in exchange for 
his wares almost anything offered. Even labor was 
exchanged in the neighborhood. There was little coin 
in circulation, because people did not need it and what 
actual money did come into their hands finally found its 
way to the tax collector. 

This plan effectively met the requirements of the 
people so long as each community produced practically 
everything needed, but conditions changed, and it was, 
after a time, found that while one locality was best 
suited for the growing of wheat, another, situated near 
a falls, was better located for building a mill to grind 

39 



The Growth of an Ideal 

the wheat; hence, communities gradually specialized. 
Some built boots and harness; some grew grain and 
raised live stock; some built machinery; some made 
ornaments; some wove cloth and made clothing; while 
other sections became centers of education, art and science. 
Thus, each became known for that thing which it could 
do best and money became more the medium of exchange. 

The storekeeper, following in the wake of the times, 
ceased to be merely a clearing house for local traders, and 
became instead the center of exchange between commu- 
nities. He reached out into the surrounding districts and 
brought the things there produced into his own com- 
munity giving in exchange those things produced at 
home. He became the official trader of his home town 
in its dealing with the rest of the world. 

There was correspondingly also a change in the busi- 
ness of the miller, the saddle maker, the shoemaker, 
the blacksmith and the weaver; for, while previously 
these had always secured their market in their home 
community, under the new regime they found them- 
selves producing more than the society in which they 
lived could use, and, as a result, the community was 
failing to produce certain other necessary goods. These 
embryo manufacturers gradually adjusted themselves to 
the changed conditions by making the storekeeper in 
some near by district their agent, accepting in exchange 
for their goods the things not produced at home. This 
was an awkward arrangement however, and credit 
eventually came into its place as a medium of exchange. 

But even this plan of community exchange could 
be worked out only on a small scale. Travel on land 
and sea was often dangerous and always slow, and so 
expensive in many instances as to be prohibitive. The 
manufacturer's market, was, therefore, limited to a 

40 



The Growth of an Ideal 

comparatively small area, and something was needed to 
connect communities, making communication easier and 
transportation faster. Thus in time came the develop- 
ment of better roads, canals, steamboats, and finally 
railroads. Distances which had formerly taken days to 
cover were made in hours, and merchandise which would 
have taken the stage a week to deliver, might be ordered 
by telegraph and delivered within the same day. Where 
formerly a few communities located near each other 
represented a trading zone, the smallest village of today 
is placed in intimate touch with the whole world. The 
villager in Maine buys oranges from California, melons 
from New Jersey, tires from Akron, crude oil from Texas, 
shoes from Massachusetts, clothing from Chicago, and 
breakfast food from Battle Creek, and in return for these 
things feeds the world on Arostook potatoes. His canner- 
ies supply fish to all people, and his hospitality has made 
his woods and rocky shores the playground of America. 
In ■ early times, the saddle maker talked personally 
with every man to whom he sold a saddle; later he was 
compelled to market his goods thru a dealer, never 
seeing the consumer, and as his market changed from 
the consumer to the dealer, he was compelled in the 
end to employ salesmen. Formerly when this manu- 
facturer made a sale, his customer came after the goods, 
whereas under the new conditions he must deliver to 
the dealer. Other saddle makers reached out and the 
business became a competition of service. The dealer 
became impatient at any delay and so it was found 
necessary to establish agencies which carried the product 
in stock. As these agencies multiplied, competition also 
made them impatient at delays and the manufacturer 
was compelled to establish stock depots from which 
orders could be filled on short notice. As the markets 

41 



The Growth of an Ideal 

broadened, the people became impatient and where 
formerly delays of weeks were taken as a matter of 
course, a delay of hours will no longer be tolerated. 
In consequence the problem of distribution has become 
as great as the problems of manufacture. 

Branch Houses. Thus with the establishment of 
these depots and agencies, grew the necessity for the 
organizations of men scattered over the whole country, 
who thoroughly understood the business; men who could 
devote their whole time to selling, men who acted as 
go-betweens from the manufacturers to the dealers — 
just as our great-great-grandfather acted as a go-be- 
tween for his neighbors. These men constitute what 
today we are pleased to term our branch forces which 
working under the guidance of managers can be likened 
to a diplomatic force working under the guidance of 
the embassador. In other words, business emissaries 
accredited to their branch city by the home oflSce. 

Any plan, however, involving branch-houses and 
branch organizations is so interwoven with the general 
scheme of business today that many large companies 
have not alone found it advisable to establish selling 
and distribution branches, but have also builded branch 
factories in different parts of the world, and indeed, 
even in various parts of the same countries. For the 
purpose of our study, however, we will ignore branch 
factories and confine ourselves to the discussion of selling 
and distributing organizations. 

In reality, every retail store operates as a branch- 
house for each manufacturer who has made any of the 
goods which the store handles. In fact, any man or 
any concern, who or which handles an article between the 
time of its completion by the manufacturer and the time 

42 



The Growth of an Ideal 

of its entry into actual service, acts as a branch for the 
originator of that article. The modern commercial 
world, however, has learned to consider as branch 
houses, only those organizations which are operated or 
at least directed by the manufacturer. These are of 
four main types as follows, each having its own particular 
field of usefulness as later explained, 

1. Local Agencies. 

2. Service Depots. 

3. Direct Factory Branches. 

4. Selling Corporations. 

The Local Agency, the earliest type of branch 
development, is the form usually first adopted by more 
or less embryonic business houses, and consists of the 
manufacturer granting to the wholesaler an exclusive 
right to sell his products in a certain well-defined terri- 
tory. Such wholesale houses, usually handle a great 
many other allied articles, employ their own salesmen 
on the road, and maintain no connection with the 
manufacturer other than a sales contract. Some manu- 
facturers, however, eliminate the wholesale house and 
make their agency contracts direct with the retail 
dealer which arrangement is in effect the same. 

This plan of marketing thru direct agencies is most 
frequently used by manufacturers who are too small to 
maintain other methods of distribution such as tire 
companies, for instance, who follow the custom of 
establishing exclusive agencies for certain states or 
sections of states among supply houses who are handling 
other accessories on the jobbing basis. The direct 
agency is also used by manufacturers making articles 
which are used in a limited field, or where the product 
manufactured represents a unit so small that to maintain 

43 



The Growth of an Ideal 

a highly specialized selling and distributing plan would 
not be practical, such as small automobile accessories, 
like spark plugs, lamps, horns, etc. 

This agency plan is also frequently adopted by 
manufacturers in connection with other selling arrange- 
ments as illustrated by certain automobile manufactur- 
ers who maintaining factory branches in some of the 
larger cities such as Chicago, Boston and New York, 
from which they establish agencies throughout the sur- 
rounding territory to whom are given exclusive sales rights 
in a specified area and the privilege of contracting with 
the smaller dealers as sub-agents. Thus it will be seen that 
a combination of two of the main types of branches may 
be used. Diamond tires are sold under this same plan, 
except that the Jobber contracting with the Diamond 
District Control is not granted exclusive territory. 

Service Depots, sometimes called "branches," are, 
in the strictest sense, what their name implies, nothing 
more than stock warehouses established for the purpose 
of making quick deliveries. Although depots are some- 
times operated in connection with other forms of branch- 
houses, they are usually mere fill-in stations for orders 
having no jurisdiction of their own. The most vital ele- 
ment in any business is the ability to make prompt deliv- 
ery, and the service depot is the answer to this problem. 

The Direct Factory Branch, the purest form of 
branch-house, is, in reality, a part of the parent factory. 
Its officers are officials of the parent company, and it is 
just as much a division of the organization as any 
department located at the factory. While the selling 
and distributing duties of the company maintaining 
direct factory branches are centered in these branches 

44 



The Growth of an Ideal 

under the swpervision from the home office, the scope of a 
direct factory brancli is often so great that it becomes a 
unit in itself and must establish and utilize the other 
forms of branch-houses; i. e., agencies and depots in the 
carrying on of its business. Such is the case with the 
Goodrich branches. 

The Selling Corporation, a now generally popular 
medium of distribution among large enterprising indus- 
tries is of two kinds, viz., those which are national in 
scope embracing the entire sales activities of the manu- 
facturer, and those of a purely local character whose 
activities are confined within the bounds of certain pre- 
scribed territory, either intra state, county or city-wide 
as the case may be. Either may be entirely under the 
control of the parent company having only sufl&cient 
capital stock to enable it to carry on its particular busi- 
ness, this stock held as one of the manufacturing com- 
pany's assets, or, as is sometimes the case with local 
selling corporations, the stock may be held jointly by 
the manufacturer and the local manager. Generally, 
however, the parent corporation maintains the con- 
trolling interest in these small selling companies. 

In the beginning selling corporations were organized 
to better enable the seller to conform to the laws of the 
various states in which distributing units were main- 
tained, but as existing today they are also generally 
maintained for reasons of sales economy and efficiency. 
In many instances these are of similar name to the parent 
company being therefore readily associated with and 
often thought by the public to be a part of the parent 
company although in reality entirely separate institutions 
which have been organized for selling purposes only. 

45 



The Growth of an Ideal 

The B. F. Goodrich Rubber Company is such a 
corporation buying the entire product of The B. F. 
Goodrich Company of Goodrich brand and marketing 
this product thru its local branches and depots. The 
Diamond Rubber Company is also another such organ- 
ization buying and marketing the entire B. F. Goodrich 
output of Diamond Brand rubber goods. The capital 
stock of both these corporations is under the control of 
The B. F. Goodrich Company, the other stockholders 
being the officers of the selling corporations. 

The Function of the Branch-House. Manifestly, 
the function of a manufacturers' branch is to accomplish 
the sales and distribution of the factory output and 
although selling and distributing in any business is so 
closely connected that it is difficult to draw the line 
between them, as mentioned previously, some types of 
branch stores, such as stock and service depots, are 
devoted almost entirely to the problems of distribution, 
while on the other hand, many apply their efforts almost 
wholly to sales. This latter is true, particularly, in the 
case of companies whose merchandise is sold in large quan- 
tities, the orders ordinarily being placed far in advance of 
the specified date of delivery. From the standpoint of 
service, however, all branches can be divided into: 

1. Those which serve the consumer. 

2. Those which serve the dealer and jobber. 

3. Those which serve the manufacturing trade. 
We — all of us — are familiar with many of the com- 
panies whose branches serve the consumer, but unless 
we happen to have dealings with them, we are not liable 
to know the location of the manufacturers' branches 
which serve the dealer and jobber or manufacturing 
trade. Most of us can instantly give the location of a 

46 



The Growth of an Ideal 

United States Cigar Store, Woolworth's or a Western 
Union office, but on the other hand, unless we are in 
some way connected with the wool business, we are not 
liable to know the location of many branches of the 
American Woolen Mills Company, and likewise unless 
we are in some way connected with the paper trade we 
are not liable to be familiar with the location of the 
branches of the American Strawboard Company. Every- 
one knows Spearmint, Bull Durham, Big Ben, O'Sulli- 
van's. Cream of Wheat, and Sunkist, but many of us 
have no idea where the dealer buys these well known 
commodities. As a matter of fact as long as we get the 
goods when we want them we do not care particularly 
where they come from. 

Back of every one of these articles, however, is an 
elaborate scheme of distribution, and one of the biggest 
problems confronting every manufacturer is keeping in 
close touch with the people to whom he sells his product. 
Close acquaintance with conditions in all parts of the 
country, not only adds strength to the business, but has 
another virtue in that it increases the seller's chances of get- 
ting the"pick-up ' ' rush orders which always gravitate to the 
books of the factory who is on the ground with a branch. 

The majority of us are more or less familiar with the 
"merchant huckster" wagons which have replaced the 
itinerant peddler in most of our rural communities and 
with the good offices which they have performed in 
bringing the store to the farm and incidently "broadening 
their own field of activity to include much of the business 
previously enjoyed by the mail order house and the small 
peddler from afar. The comparison may be far-fetched, 
but the factory branch today is the "huckster" wagon 
of the modern manufacturer and will be successful only 
insofar as it gets close to the actual needs of the people 

47 



The Growth of an Ideal 

it serves. In establishing such a system, each concern 
must study the needs of its own business and adopt any 
one or all of the types which will best fit into its particular 
product and scheme of selling. 

We need but call to mind three typical examples of 
direct branch activity, viz., the well known vendor of 
5 and 10c merchandise, the well known packer of 
meats and the large tanner of hides to illustrate why 
the choice of a sales or distributing branch location 
must be contingent upon a careful consideration of 
several factors. In the first instance, manifestly, the 
branch must be located in a population center since its 
market is the general public, i. e., the householder, but 
the choice of cities is not limited, the only prerequisite 
being that the city contain the element to whom this 
class of merchandise has an appeal. On the other hand 
since this type of branch depends upon small profits 
and large volume it must be located in the Congested 
District. As an example of how important this factor 
is considered it is said of one large retailer of cigars that 
the number of smokers passing a given point per day 
determines the location of their stores. 

In the case of the meat packer's branch, however, 
the choice of location is not as important so long as it is 
fairly contiguous to the retail district of the city. But 
here the choice of cities is of more importance, and rail- 
way service to the outlying district served by the branch 
must be considered well. For instance, Boston rather 
than Portland is the logical location for the New England 
States main branch since its railway facilities are incom- 
parable from a quick service standpoint. The tanner 
of hides, on the other hand, cannot choose his branch 
location outside the market zones of the commodity he 
is dealing in, and thus we will find shoe leather tanneries 

48 



The Growth of an Ideal 

locating their branches in close proximity to the shoe 
manufacturing districts with a view also to selecting the 
center of transportation for the district. 

Sectional pride or market preferences in some lines 
of merchandizing may be elements with marked effect 
upon the location of branches. The Cleveland dealer 
in a few instances may dislike to order merchandise 
from Cincinnati, or the Indianapolis merchant may be 
foolish enough to believe that it lends to his store a 
prestige not otherwise possible if he buys Cleveland 
made garments in New York City, and accordingly the 
wise manufacturer in establishing branch houses is 
bound to consider such sentimental boundaries. Then 
too the location of the wholesale branch has been during 
the last few years influenced by the growing tendency 
towards the grouping of allied commodities, and today 
certain sections of many of our large cities are almost 
entirely devoted to the handling of a few classes of 
merchandise and the branch-house of practically every 
manufacturer in those lines is situated in this section. 
Almost every important city has its automobile row, 
its newspaper row, its wool, cotton and grain centers. 
Retail merchants form the habit of going to these sections 
to do their buying and the manufacturer who has his 
branch off the beaten path faces an added problem in 
trying to attract the buyers to his store. 

Relation of Branch to Selling Force. The 
relation of the branch to the selling force is something 
sometimes obscure and diflScult to define since branch 
activity assumes so many forms; and yet every student 
of business will recognize that in whatever form the two 
are a part of the selling organization and are inseparable. 

The branch may be of the agency type and the force, 
i. e., the field salesmen in its direct employ, working under 

49 



The Growth of an Ideal 

agency jurisdiction alone; or the sales force may be 
working under the jurisdiction of a pure factory branch, 
either directly or indirectly responsible to the home 
office. Again they may be working under the guidance 
of a centralized factory sales government, merely operat- 
ing in conjunction with the stock or service branches 
and depots but the main principle nevertheless remains 
the same; both are links in the chain of distribution from 
producer to consumer, and their relation to each other is 
not changed by the arrangement under which they labor. 
The nature of the product, its channels of trade and 
field of usefulness are factors determining which plan 
of marketing may be the best, but irrespective of whether 
the goods be sold through direct factory branch or 
agencies having no connection except sales with factory, 
or even through selling corporations, the sales organiza- 
tion is this unit plus the field force, which latter is 
always the connection between the branch and its 
customers. We must, however, before passing on to the 
fuller description of the workings of the Goodrich Branch 
Organization, in conclusion of this rather abstract dis- 
cussion upon the theory and practise of branch sales 
methods, call to attention the fact that while many 
factory branch houses are purely sales headquarters, 
shipments being made direct to the trade by the factory, 
ours are established as both sales and distributing units. 
Thus we are able to serve better that small dealer class 
of trade which never has at any time so far, made a 
practise of anticipating their seasons wants far enough 
ahead to wait upon factory shipments. Our branch 
organizations also serve one other very important end 
in that they provide the automobilist with a convenient 
service in such instances as our product needs the 
attention of expert adjusters. 

50 



CHAPTER FIVE 

The Branch Organization 

TNTRODUCTORY. The original sales plan of this 
company was based on correspondence almost entire- 
ly, with a limited number of agencies, the first direct 
branch-houses being opened in New York, Boston, and 
Chicago, July 1, 1898. Thus the present Goodrich 
branch plan of distribution has been one of gradual 
development extending over a period of about 20 years 
from the time when our products were handled in these 
three centers of trade by an agency, the Columbia 
Rubber Works Company, which company was taken 
over by us preliminary to the opening of our own 
branches. From this beginning in 1898 there has been 
a gradual growth of the Goodrich branch organization 
until today its influence is felt in every important mer- 
chandising center of the United States and in many 
cities of foreign countries as well. 

The B. F. Goodrich Rubber Company, which as we 
have previously mentioned, is in itself a form of selling 
branch, has general control over all Goodrich Brand 
American Sales, operating direct branches in such cities 
as New York, Chicago, Boston, Philadelphia, Detroit, 
Buffalo, St. Louis, Kansas City, Pittsburg, Indianapolis, 
Minneapolis, Cleveland, Cincinnati, San Francisco, 
Atlanta, Seattle, Los Angeles and Akron, which in turn 
are supplemented by sub-branches or "depots" located 
at advantageous shipping points throughout each branch 
territory. The foreign business is transacted by selling 

51 



The Growth of an Ideal 

companies in like manner; The B. F. Goodrich Company, 
Ltd., of Toronto, conducting the Canadian sales; The 
B. F. Goodrich Company, Ltd., of London, conducting 
the English business, while the Societe Francaise is in 
charge of the French sales though this latter corporation 
is also a manufacturing company operating our factory 
at Colombes, France. 

On account, however, of the diversity of our products, 
which are of necessity marketed through many channels, 
the operation of this gigantic branch system, which 
includes characteristics of every 5ort of branch-house, 
must in consequence be complex, and is accordingly at 
first unintelligible to the student of the rubber business. 
It will be recognized at once that no hard and fast rule 
as to the type of distributing medium we shall use can 
possibly apply in the marketing of our entire output for 
a plan which might be best suited to the sale of tires 
would not be feasible or even workable in the sale of 
fire hose. 

Thus it is that agencies must be made use of as we 
do in Japan and South American countries and, likewise 
some products cannot be sold with success thru our 
direct branches and depots but must be marketed 
from Akron direct to the trade while others are best 
sold thru Jobbers. To give a better idea of why this is 
true we offer the following approximate outline of trade 
channels in the various lines: 

Goodrich Pneumatic tires to the Retail Dealer, and 
Manufacturer. 

Goodrich Solid tires to the Consumer, Retail Dealer, 
Distributor and Manufacturer. 

Bicycle tires to the Retail Dealer, Jobber and 
Manufacturer. 

Boots and Shoes to the Retail Dealer. 

52 



The Growth of an Ideal 

Clothing to the Retail Dealer, Jobber and Consumer. 
Hard Rubber to the Jobber, Manufacturer, and 

Consumer. 
Goodrich Mechanical Goods including Molded Arti- 
cles, etc., to the Consumer, Retail Dealer, Jobber 
and Manufacturer. 
Insulated Wire to the Consumer, Dealer, Jobber and 

Manufacturer. 
Specialties, including Sport Goods, etc., to the Con- 
sumer, Retail Dealer, Jobber and Manufacturing 
Trade. 
Diamond Rubber Goods to the Jobber. (Some 

classes to the Consumer.) 
A study of this outline gives us an idea of the big 
problems of marketing confronting the General Sales 
organization. Since the marketing channels of each 
class of goods mentioned differs from those of every 
other class and the natural marketing centers of the 
various lines are not always the same, as a result, we 
find it necessary to maintain in some cities a branch 
handling several lines, while in other cities the same 
arrangement would be sheer waste of money and effort. 
Certain classes of rubber goods, such as the tire lines, 
must be universally convenient to the trade, while on the 
other hand, material such as insulated wire, can be 
handled thru a few centers widely separated, and this is 
true on down thru the line, from belting to tennis balls, 
as is best exemplified by citation of the actual selling 
arrangements in effect at the present time for our various 
lines. We must, however, keep in mind that such great 
economic changes as are liable to be brought about by 
the "Great World War" may make necessary the 
modification of all present marketing arrangements, and 
in consequence we may find almost any time that we 

53 



The Growth of an Ideal 



have an entirely different plan of stock distribution 
from the one shown in the following outline: 



Goodrich Pneumatic 
Automobile, Motorcycle and 
Bicycle Tires 

Solid Tires 

{Truck and Industrial) 

Automobile Accessories 
Boots and Shoes 



Clothing 

Mechanical Goods, 
Including Molded Goods, 
Belting, Hose, Packing, 
Matting, Paper Mill 
Supplies, Etc. 



All District 
Branches. 

All District 
Branches. 

All District 
Branches, 



and Local 



and Local 



and Local 



New York, Boston, Chi- 
cago, Minneapolis, Detroit, 
Kansas City, San Fran- 
cisco, Seattle, Pittsburgh, 
Branches, Omaha and Den- 
ver Local Branches and 
such other branches as the 
General Sales Department 
may from time to time 
decide as necessary for the 
best distribution of our 
products. 

Akron, only. 

New York, Chicago, Bos- 
ton, Philadelphia, Buffalo, 
Detroit, Kansas City, At- 
lanta, San Francisco, Los 
Angeles and Seattle Dis- 
trict Branches, Norfolk, 
Joplin, Birmingham, Den- 
ver and Syracuse Local 
Branches. 



54 



The Growth of an Ideal 

Drug Sundries Entire sales and distribu- 

Specialties, Sport tion scheme centers around 

Goods, Etc. Akron, with the exception 

of the Pacific Coast, San 
Francisco Branch. 

Hard Rubber, Including New York, Chicago, and 

Such Things as Laboratory San Francisco. 
Tubing, Ornamental Toilet 
Device"^, Electrical Acces- 
sories, Pipe Stems, Etc. 

Insulated Wire New York, Chicago, De- 

troit, and San Francisco. 

It must be apparent to all who have arrived at this 
point, that for convenience in administration, certain 
arbitrary sales districts must be set up. Such at least, 
is the case and we have the whole country divided into 
great zones, each of which has as its hub some one of 
the great merchandizing centers, such as Chicago, in 
which is located the Goodrich branch having jurisdiction 
of sales and distribution of the company's products 
within the entire zone. 

The distribution of Diamond Brand Rubber goods 
is centered in five points, viz., New York, Chicago, 
Philadelphia, San Francisco, and Akron, which are 
known as "Diamond District Control Centers." Good- 
rich branches, where conditions make it advisable, 
carry a stock of Diamond goods, but at present all 
sales and distribution is controlled by the Diamond 
Sales organization in the five centers named. 

Organization and Working Plan of a Goodrich 
Branch. The delegating of authority and division of 
duties in the several Goodrich branches vary somewhat, 

55 



The Growth of an Ideal 

due to local conditions, size of branch, and the differing 
ideas of the several managers, but in most respects, the 
organization of the branch forces is along somewhat 
standard lines. The chart found at the conclusion of 
this chapter illustrates a typical subdivision of branch 
duties and responsibilities, and while in every branch 
there are variation from this set plan, the most marked 
deviation from the chart will be found in the very small 
branch where of necessity several departments must be 
combined under one head having authority over the 
combined duties resulting. The organization necessarily 
centers around the branch manager who has absolute 
control of its employees and of all problems connected 
with the sale and distribution of the Company's prod- 
ucts in its territory, subject of course to General Sales 
Department regulation. 

As is the case with the factory personnel, the branch 
organization can also be said to parallel the military 
unit, and the same general rules of superseding authority 
will apply. The branch manager is, of course, the com- 
manding officer, receiving his authority from "higher 
up" at the central headquarters — Akron. His immediate 
aid or aids, as the case may be, i. e., department heads, 
such as chief adjuster, operating manager, sales per- 
sonnel and training manager and assistant branch sales 
managers are next in authority, the chief clerks following 
as petty officers, while the clerks and other workers 
compare to the privates in the ranks. 

The branch manager supervises all activities of the 
branch through the heads of the various departments, 
but since, however, the only excuse for the existence of 
this institution is sales, he rarely gives his personal 
attention to anything not pertaining strictly to selling 
work. Supervision of all actual labor in connection 

56 



The Growth of an Ideal 

with district or local branch operation is delegated to 
the operating manager who has jurisdiction over all such 
duties of the branch proper and likewise of the depots 
which come under its authority, although the latter, 
of course, has its own operating manager, as will be 
explained later. 

It will be recognized that this arrangement permits 
the branch manager to more easily carry his many 
responsibilities, thus enabling him to apply his best 
thoughts and energy along lines toward the wider dis- 
tribution of our goods. In those branches, however, 
where a variety of products are dealt with, even in this 
work he needs assistance, and accordingly, department 
sales managers who are in reality fully responsible for 
the sales of the branch and charged with the duties of 
supervising in a general way the work of field men in 
the sale of each of the several products handled by the 
branch, assist him. Generally, these several department 
heads are on a parity and each is of equal rank with the 
others. 

One other important dissimilarity from the typical 
branch arrangement is seen in the organization of certain 
branches, which are, as previously cited. Diamond 
District Control Centers. The Diamond selling force 
is entirely separate from the Goodrich, being operated 
under the jurisdiction of a Diamond District Control 
Manager who has, the same as the Goodrich Manager, 
directing authority over the sales and distribution of 
Diamond products in his territory. As may be imagined, 
however, there is a connection between the Goodrich 
and Diamond divisions in these branches in the Adjusting 
and Operating departments, where for convenience's 
sake the Goodrich division handles all Diamond adjust- 
ments, credits, bookkeeping, receiving, storing, shipping 

57 



The Growth of an Ideal 

maintenance, etc., the Diamond division being concerned 
in sales alone. While in some cases, one man acts as 
both Goodrich and Diamond manager, ordinarily, the 
Goodrich Branch Manager and the Diamond District 
Control Manager both work directly under Akron and 
have little connection with each other, except in matters 
affecting detail operation of the Diamond District 
Control business. 

Goodrich Branch Departmental Relations. As 
the reader doubtless has by this time assumed, the Good- 
rich branch is in itself a complete unit, paralleling in 
practically every detail, the organization of any mer- 
cantile enterprise, and as such must perform all the 
functions belonging to the independent wholesale 
establishment. As previously intimated, all branch 
activities are so closely interrelated and interwoven that 
none can be defined by rigid boundaries. These are, 
however, for convenience in administration, arbitrarily 
classified either as operating or selling, as portrayed in 
the chart at the end of this chapter. But the exact line 
of demarcation between departmental duties does not, 
as might be imagined, follow closely these charted divi- 
sions, and in some cases are so fine that they can be 
learned only through contact with the work. As, for 
example, the adjusting and correspondence departments 
are classified as sales activities although some of their 
duties come under the supervision of the Operating 
manager. 

The welding of all these departments into one 
co-ordinate sales unit is the one big problem faced by 
a branch manager. If one is inefficient, the result is 
felt through every other department, and if there is 
friction in the relation between any two, the whole 

58 



The Growth of an Ideal 

branch suffers. Teamwork is the slogan of every branch 
manager, and it is not unusual to find one department 
working overtime in an effort to aid another which is 
behind because of an abnormal rush. 

Goodrich Branch Departmental Duties. In 

discussing the function of each department, we may 
perhaps be able to make our meaning more obvious if 
we follow an order for a set of tires from the time it is 
taken from the customer entirely thru until our respon- 
sibility in the sale ceases. For if the order were for other 
items of our line, the general plan of handling it would 
be the same, except that questions of sales would be 
referred to the department interested in the class of 
goods ordered, rather than the pneumatic tire sales 
department. Let us keep in mind, however, in following 
this description that we are citing a hypothetical case 
and it is improbable that there will ever be an actual 
order which involves as many departments and which 
requires as many entries. Our aim is merely to show 
what connection each department has with an order. 

A consumer, let us say, drives up to a garage where 
Goodrich tires are carried in stock, to purchase a full set 
of 35x43^ SS Safety casings with brown tubes and the 
dealer whose weekly order has been delayed by freight 
embargo finds that he is entirely out of the size desired. 
He suggests naturally that he will order from the Good- 
rich branch near by, specifying immediate shipment via 
express. The prospective customer, however, decides to 
drive to the city that day, saying that while there, he 
will stop at the Goodrich branch and get two of the tires 
which he is badly in need of. Accordingly the dealer 
calls our branch by telephone, and asking for the order 
department, he tells the clerk to ship him two casings 

59 



The Growth of an Ideal 

and two tubes, 35x4^, and to deliver to the consumer, 
his customer, who will present a signed order that day, 
two additional casings, the same size, with the tubes, 
all to be charged to his (the dealers) account. 

The order clerk, after looking up the price classifi- 
cation to which this garage is entitled and writing the 
order, refers it to the credit department. If the credit 
of the dealer is O. K., the order is approved for de- 
livery and passed to the stock regulation department 
where it is to be found whether or not the stock is avail- 
able. By the cards, the stock regulation department find 
that it has received a shipment of tires including this 
size the day previous and that the order can be filled 
immediately; whereupon it is passed to the stock rooms 
and two casings and two tubes are sent at once to the 
shipping department to be expressed to the dealer, to 
whom at the same time, a letter is written by the order 
department acknowledging receipt and thanking the cus- 
tomer for the order. 

This letter is typed by the stenographic department 
and dispatched by the mailing department. The tissue goes 
to one of the general clerks, and, unless there is something 
mentioned which this clerk decides warrants being shown 
to others in the organization, is passed on to the files. 

In the afternoon of the same day the dealer's customer 
presents the signed order. The counter clerk, who 
receives this paper, sends it to the stock rooms and while 
it is being filled receives an O. K. from the credit depart- 
ment. While the casings and tubes are being delivered 
to the counter, the consumer explains that one of his 
old tires is about gone and requests us to mount in its 
place one of the new ones for him. The service depart- 
ment is called, and so instructed, and while complying 
the service man examines the old casing suggesting to 

60 



The Growth of an Ideal 

the customer that it may be repaired. Thanking him 
for the information, the autoist tells us to send it to 
our repair department, and when completed to ship it 
to him direct. 

The following morning, the billing department bills 
all four tires to the Garage in accordance with instruc- 
tions, and a copy of this bill goes to the bookkeeping 
department where it is entered upon the ledger. Another 
copy goes to the statistical department and a record is 
made for the purpose of comparison with the sales of 
previous years. Some days later, the dealer receives a 
statement of his account and in remittance sends a check 
to the branch. This check goes to the cashier and is banked 
by him after the proper entries are made on all records. 

During the fall, the branch manager decides that he 
wants some testimonial letters to use in a selling cam- 
paign from men around Kirksville, the dealer's town, and 
accordingly, the correspondence department, thru its 
advertising division writes to this consumer asking him 
if he will tell us what service he has received from the 
four tires put on his car in the spring. In reply the 
autoist writes us telling of the fine service he has received 
from three of these tires, but in his letter states that one 
of the four had blown out at about 2,000 miles. He 
admits that he did not know the cause, but states that 
since the service of the other three had been so good he 
made no complaint. 

His letter is immediately turned over to the adjust- 
ing department, and they write requesting him to 
return to us for our inspection the tire that had not 
given good service. In this instance it is found that 
the blow-out has been caused by a minor defect in the 
fabric, and therefore, an adjustment is ojBfered, which 
proving satisfactory is accepted. 

61 



The Growth of an Ideal 

This theoretical case, warped to show the workings 
of every branch department, has succeeded in utihzing 
every one with the exception of the one having to do 
with branch maintenance. The whole scheme of branch 
operation may, however, if we outline briefly the duties 
of each department according to their importance, be 
made clearer. 

Sales Department — comes in direct contact with 
the customer. It is the department which estab- 
lishes points of distribution and incidentally "Gets 
the Orders." 

Counter Sales Department — is the inside sales 
organization which comes in direct contact with the 
customer. 

Correspondence Department — supports the sales- 
man in the territory covered by him, through direct 
by mail advertising, and in addition, assumes 
responsibility for the sale of Goodrich products in 
territory not covered by salesmen. 

Trade Record and Statistical Department — ^keeps 
a record of prices extended to various concerns, files 
salesmen's reports, and keeps records of the amount 
of business obtained. 

Credit Department — establishes credit limits on 
all customers' accounts, keeps the "Accounts Receiv- 
able" books of the branch and collects all accounts. 

Stock Order Department — is responsible for the 
stock carried. It prepares sales estimates, orders 
goods from the warehouse and holds it in stock until 
such time as the sale is made. 

Shipping and Receiving Department — receives all 
goods coming into the branch and ships out all goods 
ordered by the customer. 
62 



The Growth of an Ideal 

Billing Department — issues all invoices, i. e., 
bills the customers for the goods purchased. 

Adjusting Department — handles all complaints 
from customers on goods which have not given entire 
satisfaction. 

Organization and Working Plan of a Goodrich 
Depot. We must now consider a smaller area of trade 
having as its axis one of the numerous smaller mer- 
chandising centers, in which is located a sub-branch or- 
in reality a branch of the central sales unit, the local 
manager of which is accountable for the sale of the 
company's products within this smaller territory, to 
Akron, through the manager of the central branch. This 
arrangement makes, as it were, wheels within a wheel, 
the larger one representing the greater zone, the smaller 
ones the lesser, although the central branch has naturally 
a certain portion of the great zone which it administers 
direct. While these local sub-branches, or as they are 
frequently termed, depots, maintain sales control over 
their several territories, and have direct contact with 
Akron concerning many matters, they are, in the last 
analysis, in so far as sales matters go, under the direc- 
tion of the larger units and their managers are account- 
able for their acts to the managers of the larger branches 
just as the latter are accountable to the Akron ofl&ce for 
their acts. 

So it is that while most corporations operating branch 
systems establish each as a separate unit, answerable to 
the home office alone, under the Goodrich system, each 
branch has under its jurisdiction a number of smaller 
units so located in the territory as to provide quick 
deliveries. Primarily, the local branch operates under 
the same plan as the central branch, except that its 

63 



The Growth of an Ideal 

departments are much smaller, and its activities limited 
to the smaller zone. In short, the local branch is a 
sales unit established to give close connection with the 
market, and the territory covered by each is determined 
by shipping and marketing conditions. For instance, 
in a state with thirty counties, we might have a branch 
and two sub-branches. Each of the smaller units might 
operate in ten counties, leaving the balance of the state 
for the central branch to deal with. 

The sub-branch makes all shipments and handles 
all adjustments in its own territory and since it is in a 
better position to give quick service to its customers, 
they are requested to send their orders to this point 
rathet than to the central branch. In fact, in the minds 
of most of our customers, the "depot" has all of the 
authority and functions of a branch. The sub-branch 
local manager usually acts as a city salesman and in 
addition directs the activities of the field men travelling 
the territory covered by the unit. The operating work is 
under the direction of an assistant who is termed "Chief 
Clerk and Adjuster." Sometimes, however, the sub- 
branch is of such size that these duties must of necessity 
be divided, in which case, these two men stand in the 
same relative relation to the local manager. 

The sub-branch organization likewise follows the 
general rule of superseding authority, although the local 
manager of this smaller unit receives his instruction 
from Akron through the branch manager under whose 
jurisdiction the smaller territory falls and not direct. 
In other words, the sub-branch manager is in effect the 
local territory sales manager. 

Akron Sales Organization in Relation to 
Branch. The entire Goodrich sales organization, 



The Growth of an Ideal 

together with all sales plans and programs, is under the 
direction of the General Sales Manager, who is the head 
of all sales departments. The sales activities of each of 
the several lines, is, however, under the direct super- 
vision of Sales Department Managers who are individu- 
ally responsible for the business of their department. 

These department managers base their sales cam- 
paigns on branch methods, but since each is an expert 
in the division he controls, all inquiries and sales problems 
from the branches are referred to them. They and the 
several branch managers work together through the 
General Manager of Sales. Main campaigns are planned 
at Akron, the details are carried out by the branches; 
but since the branch manager is able to see conditions 
in his territory only, while department managers see 
them as a whole, the Akron office acts as a clearing 
house for all ideas and reports of the men on the firing 
line, and, with the information it gets from all over the 
world, builds policies that can be made universal. 

Branch Operating Department in Relation to 
Akron. Since the most important function of the 
branch, viz., selling, must of necessity be under home 
office supervision, the question most naturally arises as 
to whether this same condition is not also true of the 
operating work. Such is the case. Detail standardiza- 
tion must in an institution of this magnitude be a byword, 
otherwise a diversity, of forms and methods would be put 
into effect by the various branches and thus would 
confusion ensue. Branch administration is therefore an 
accepted principle and a department which is known 
by this same title supervises in a general way the methods 
used, and the expense incurred in the operation of all 
branches. Such a plan is only logical since in no other 

65 



The Growth of an Ideal 

way could the General Sales Department hope to keep 
its finger upon the pulse of the rubber business of the 
world or control through records and reports, the 
expense of operating its numerous branch houses. 

While each department at Akron may be in constant 
direct contact with the branch concerning matters of 
detail work, no changes in methods can be inaugurated 
or unusual expense incurred, without first clearing 
through the Branch Administration division at Akron. 
The Auditor's ofl[ice, furthermore, sends periodically its 
traveling representatives into all branches to see that all 
rules of branch operating, as laid down for all alike are 
being observed religiously. This work is under the 
supervision of district auditors, who, being stationed at 
central points, guide the activities of their men in the 
several districts. 





















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CHAPTER SIX 

A Profession 

i^OODRICH. Selling the products of The B. F. 
^-^ Goodrich Rubber Company is a profession which 
requires brains, study, talent, and ingenuity, just as 
does law or medicine. When the young man decides to 
take up law or medicine, or any one of the professions, 
he makes his choice because he feels that nature has 
partially equipped him for a particular kind of work. 
Once he has made his choice, he must have faith enough 
in his ability and his own right reading of his future, to 
spend three or four or five years of his life and hundreds 
of dollars to "get ready to start at the bottom of his 
chosen profession." Likewise, a young man starting 
with The B. F. Goodrich Rubber Company faces the 
aame problem as does one who enters the other pro- 
fessions. It will take him two or three or four years 
in which to build a foundation for future progress. 

Putting it bluntly, this corporation offers but one 
opportunity to the young man who comes into its sales 
organization — "a chance to work," which perhaps can 
best be amplified by the following homely story: 

A certain man opened a retail grocery in a thriving 
town of one hundred thousand people; a store which 
should have become an economic necessity to the com- 
munity and accordingly waxed prosperous. But, he 
let the cat sleep in the cracker barrel, left the rotten 
apples in the basket, never washed the fly specks from 
the windows, and one day the sheriff tacked this notice 

67 



The Growth of an Id e a l 

upon his door: "Closed by order of the Court." It is 
true that the Gods of chance sometimes determine 
whether or not such a store will stay in business, for if 
so located that others are not handy to the housewife, 
it will make little difference whether slovenly and ill- 
kept, business from the neighborhood will keep it going, 
a ditch digger in the grocery business. 

But, on the other hand, if the merchant watches the 
markets, if he keeps up-to-date, if his fruit is a little 
rounder and a little fresher, if his windows are a little 
brighter, service is a little better, courtesy heartfelt, 
advertising progressive, and dealings honest, he may 
some day own a chain of stores. 

The Goodrich Rubber Goods Sales Profession has 
just as many ruts as will be found in any grocery store, 
perhaps more, and once in its organization it will be 
just as easy for a man to dig his grave as in the grocery 
business. The corporation is just as heartless and as 
soulless as any corporation can be — which is only as 
heartless and as soulless as the men who make up its 
personnel. It offers no easy road to riches, it offers no 
plotted way to success; but, if a man can stand on his 
own feet; if he can see an opportunity, have enough con- 
fidence in himself to go after that opportunity; if he will 
realize that any path he follows will be a path of his 
own choosing; if he doesn't expect the corporation to 
pick a place for him and drive him to it; if he is willing 
to become a part of the team, follow signals, and "play 
the game" — he will find the pot of gold at the end of 
the rainbow — because he took it with him. 



68 



Siudyin^ ihe RuLber Needs 
I of the ^^^rld 



■^^1 




The Superior Printing Company 
Akron, Ohio 



LIBRARY OF CONGRESS 



018 376 696 A 



